We learned from the digital revolution of 1996 that you need an AI Innovation Portfolio Office
AI is coming at us all like a freight train. Impacting everything.
Investors are asking the CEO and CEO’s are asking every business leader “so what’s your AI strategy”
And the competitive impact of AI means that it is impossible to treat this like another (slow) global corporate transformation with a strategy, and enterprise decisions on tools and standards.
But you need to be aware of what is happening, what tools are being used, resources being expended without getting in the way of innovation.
We are talking to a couple of organizations about AI plans and strategies and applications and in every case the same conversation has occurred.
Which harkens back to when the digital / web revolution arrived after 1996 (well actually it didn’t really take off in companies until 2000 or so but you get the point)
- Innovation has to be encouraged across the business.
- There are key enterprise common requirements which will be encountered like enterprise data privacy and security and systems integrity and even maximizing corporate tech investments.
- But you cant centralize for innovation.
So what we see as a widely occurring solution is
- Establish a company AI Innovation Portfolio Office (the name is important). Has an IT person, a digital person, a finance rep, a CISO rep and some architects and doers.
- Communicate across the org their job is to understand what initiatives are occurring (not to program manage them).
- And to provide internal AI consulting to businesses that want it.
- Including how AI solutions will need to interface with enterprise systems and standards.
- And what systems and standards should be required.
- Then have that office provide a monthly and quarterly summary to business leaders.
That’s about it . No hard controls or centralized resource management budgetary constraints otherwise the business units will stop innovating or even worse innovate but hide it.
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